GMS 200 Lecture Notes - Lecture 8: Charismatic Authority, Transformational Leadership, Transactional Leadership

• School: Ryerson University
• Department: Global Management Studies
• Course: GMS 200
• Professor: Bamediele Adukunle

Document Summary

Leading to inspire effort: communicate the vision, build enthusiasm, activate commitment, hard work. Sources of managerial power: position power (based on things managers can offer to others, reward (do well, get a reward e. g. promotion, coercive (cid:894)do(cid:374)"t do (cid:449)ell, get pu(cid:374)ished(cid:895) Work place structures: centrality, criticality, visibility affect power & influence. Task concerns: plans and defines work to be done, assigns task responsibilities, sets clear work standards, urges task completion, monitors performance results. People concerns: acts warm and supportive toward followers, develops social rapport with followers, respects the feelings of followers. Is se(cid:374)siti(cid:448)e to follo(cid:449)ers" (cid:374)eeds: shows trust in followers. Fiedler"s co(cid:374)ti(cid:374)ge(cid:374)cy (cid:373)odel: good leadership depends on a match between leadership and situational demands, determining leadership style: Hersey-blanchard situational leadership model: leaders adjust their styles depending on the readiness of their followers to perform in a given situation, readiness how able, willing, and confident followers are in performing tasks.